Made to Fit: How Practices Vary as They Diffuse.

Abstract

We extend research on the diffusion of corporate practices by providing a framework for studying practice variation during diffusion processes. Specifically, we theorize about how population-level mechanisms of diffusion link with organization-level mechanisms of implementation that lead to the adaptation of practices. We also identify technical, cultural, and political elements of fit (or misfit) between diffusing practices and adopters and analyze how the process of attaining fit across these elements can trigger different patterns of adaptation.

Leading the Diffusion of Intellectual Capital Management Practices in Science Parks

“…Consequently, this results in a higher degree of conformity to the original prototypical practices during the adaptation process. Therefore, once adequate information about the diffusing practices has been obtained from the upstream organisation, there is then a general tendency towards wishing to gain legitimacy, coupled with the social pressures brought to bear by the SME's stakeholders, and these stimulate the 'pious' implementation of diffusing practices with higher levels of fidelity and extensiveness (Ansari et al, 2010). The vertical upstream agents (either first or second order) -because of their abilities in generalising experiences are important sources for obtaining specialised knowledge (Haeussler et al, 2012), and 'are proactive in creating interest in, influencing the development of, and legitimising the effectiveness and retention of new management practices' (Birkinshaw et al, 2008: 832) such as how to prepare intellectual capital statements, how to communicate financial and non-financial measures.…”

“…Nevertheless, identifying the association between the exogenous diffusion forces and the endogenous factors tied to the adapting nature of each set of intellectual capital management practices in the science park ecosystem, in the broader context, can advance the quality of leadership interventions in order to optimise both the success of diffusion, and the probability of adoption of intellectual capital management practices in SMEs located on science parks. Since volunteerism is part of every business ecosystem (Moore, 2006), the two dimensions of extensiveness and fidelity can be identified as being cognitive predictors for various scenarios of ICM practice adoption in onsite SMEs (Ansari et al, 2010), while the third dimension -as an indicator of diffusion efficiency -explains the path dependency of the four sets of practices.…”

“…Therefore, in line with Ansari et al (2010), we define four different cognitive patterns, each of which predicts an onsite SME's decisions in the adaption of different sets of ICM practices: full and true adaptation, tailored adaptation, lowdosage adaptation and distant adaptation.…”

“…Further, in any attempt to increase diffusion of ICM practice, demonstrating the compatibility between the new practices and the strategic, technical and cultural objectives of the organisation is paramount, as is the use of an interpretive approach to encourage imitative behaviour, and linking success stories and cultural discourse as forms of legitimisation of the new methods (Ansari et al, 2010).…”

Translating models of organization: Can theMittelstandmove from Bavaria to Geelong?

“…Institutional theory has become a dominant lens in the theoretical framing of research into the diffusion of management innovations (Strang and Meyer 1993;Strang and Soule 1998;Campbell 2004;Djelic 1998;Djelic and Sahlin-Andersson 2006;Ansari, Fiss, Zajac 2010).…”